Oxford Academic Health Science Network Report to NHS England
For the period ending 31 December 2014 (Q3)
Professor Gary A Ford CBE
30 January 2015
FINAL_Oxford AHSN Q3 Quarterly Report
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Contents
Chief Executive’s Review ........................................................................... 3
Case Studies ........................................................................................... 5
Operational overview ................................................................................ 7
Best Care programme .......................................................................... 9
Clinical Innovation Adoption (CIA) .......................................................... 16
Research & Development (R&D) ............................................................. 20
Wealth Creation ................................................................................ 21
Patient and Public Involvement, Engagement & Experience (PPIEE) .................. 27
Stakeholder engagement roundup ................................................................ 28
Top level KPIs ........................................................................................ 31
Review against Business Plan milestones ........................................................ 33
Key risks and issues arising ........................................................................ 41
Appendix A – Financial Review .................................................................... 42
Appendix B – Matrix of Metrics .................................................................... 43
Appendix C - Issues Log and Risks Register ...................................................... 53
Appendix D – Oxford AHSN Core Team ........................................................... 62
Appendix E – List of Key Events held during Q3 and forward plan ........................... 63
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Chief Executive’s Review
I am pleased to present our Q3 2014/15 report outlining the progress made by the Oxford
Academic Health Science Network.
Highlights in the last three months include:
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Partner case studies – Training Patient Leaders and SBRI winning University of Reading spinout
for rapid heart failure test.
The launches of the Maternity, Children’s and Anxiety and Depression Clinical Networks with
well over 250 participants and speakers drawn from local Trusts and Universities and national
leaders. Dr Craig McDonald of the Children’s Clinical Network has published a report on
“Variation in Paediatric Care in the Thames Valley”.
The Patient Safety Collaborative (PSC) published its prospectus and I am delighted to report
that Professor Charles Vincent will lead the PSC supported by Jill Bailey who is joining the
AHSN from Oxford Health. We have received funding from NHS England.
HETV and the University of Oxford have agreed to fund the 2015/16 tranche of Fellowships in
Evidence Based Medicine.
The Early Intervention in Mental Health Clinical Network has been asked by NHS England to
lead on work across the South of England to improve the region’s capacity and capability to
deliver Early Intervention in Psychosis.
Clinical Innovation Adoption – The CIA programme plans to support ten innovations during
2015/16, four innovations selected from submissions, five being developed with our networks
(diabetes, dementia, out of hospital, meds optimisations and Patient Safety Collaborative) –
and one further innovation will be selected during Q2 2015/16 after further engagement with
NHS organisations.
The second meeting of the R & D Oversight Group and the establishment of a group to
encourage and enhance nursing, AHP and other areas of non–medical research activities
between the Universities and the NHS Trusts.
Wealth Creation – engagement in Berkshire and Buckinghamshire has been strengthened
since Hugh Penfold and Nicki Bromwich joined the Oxford AHSN in September.
Nick Scott-Ram and Julie Hart are leading the region’s bid for the Innovate UK’s Precision
Medicines Catapult working also with the Oxford AHSC Board members.
The first meeting of the Chief Information officers from across the Oxford AHSN region.
The Informatics team have worked with local senior IT and IG managers to find solutions for
data sharing for the Maternity clinical network.
The move of the core team to new offices in the Magdalen Centre on the Oxford Science Park
went very smoothly thanks to Megan Turmezei. We now have much more meeting space
available to partners and stakeholders.
Levels of engagement have stepped up again this quarter – we can always do more and we
will be strengthening our communication efforts.
Looking forward:
•
In response to the Five Year Forward View, we are developing the Oxford AHSN strategy – this
process will involve all our partners.
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In March we will hold a workshop to further develop the four initial themes with their clinical
leaders on Acute Kidney Injury (Emma Vaux from RBH), Pressure Ulcers (Ria Betteridge from
OUH), Medicines Safety (Bhulesh Vadher from OUH) and Mental Health (Jill Bailey, Oxford
Health and Oxford AHSN).
We will be recruiting up to seven Fellows for the MSc Evidence Based Medicine – this will be
open to all clinicians, healthcare scientists and managers across the Oxford AHSN region.
Working up the detailed cases for the new clinical innovations for adoption during 2015/16.
Delivery of the feasibility studies for six Trusts/Universities for carbon and costs savings.
We may hear the outcome of the NHS England review of the NHS improvement architecture.
The fourth meeting of the Oxford AHSN Partnership Board which will review proposals for the
Network’s Strategy and ratify the Business Plan for 2015/16.
Professor Gary Ford CBE, FMedSci
Chief Executive Officer, Oxford AHSN
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Case Studies
Case Study 1: Training patient leaders
Key points at a glance - A new course is encouraging a cultural shift in the NHS by giving patients the
tools to operate as equal partners in decision-making - helping to make genuinely patient-centred care a
reality. Patient representatives are now working with senior NHS leaders in a number of key areas
including recruitment, reviewing patient pathways, revalidating doctors and in the assurance process for
Clinical Commissioning Groups.
Background Summary - The Oxford AHSN, Thames Valley Strategic Clinical Network, NHS England
Thames Valley and Thames Valley and Wessex Leadership Academy worked together to develop a
Patient Leaders programme to give patients a stronger voice in decision-making with NHS staff.
Challenge identified and actions taken - Key organisations identified that more needs to be done to put
patients at the centre of health service decision-making. They came together to create a special Patient
Leaders programme which was tested in a successful pilot workshop in 2014.
Outcomes - Patient representatives are now working with senior NHS leaders in a number of key areas
including recruitment, reviewing patient pathways, revalidating doctors and in the assurance process for
Clinical Commissioning Groups.
Mark Stone, Patient Experience Strategy Group Patient Representative said
“I saw a patient with personal experience of head and neck cancer noticeably increase in
confidence and competence during the course of the programme. He was keen to improve
community services for head & neck cancer based on personal experience and those of
other patients – he had clear ideas but didn’t know who to contact, where to begin or what
to do to get these to happen.
By the end of the programme, he understood how to find out who the key stakeholders and
decision-makers were, what information they would need, and had the confidence to take
forward his ideas. He has since worked with Macmillan Charity and NHS commissioners to
help develop the specialist service he had envisaged."
Plans for the future- The Patient Leaders programme is being adapted and extended with three more
workshops for a total of 60 people running in 2015. Crucial is the pairing of patient and NHS staff
member.
Contact for further information
Patient Leaders: mark_stone@mac.com and munt12@aol.com
Oxford Academic Health Science Network: sian.rees@phc.ox.ac.uk
Clinical Commissioning Group Assurance Kathryn.davies13@nhs.net
NHS England Thames Valley Area Team: juliekerry@nhs.net
Thames Valley Strategic Clinical Network: scandler@nhs.net
AHSN core objectives A and C - focus on the needs of patients and local populations and building a
culture of partnership and collaboration
Clinical priority or enabling theme/s PPIEE theme
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Case Study 2: Spreading the word about new rapid heart attack test 2014 ongoing (CFT)
Key points at a glance - The Oxford AHSN acted as ‘matchmaker’ bringing together innovative clinicians
working on a rapid test to diagnose heart attack which went on to win over £1m in SBRI Healthcare funding
in 2014. This will be used to turn cutting-edge research, developed at the University of Reading, into a
product which could save lives and make a big difference to hard-pressed A&E departments. The new
product is due to enter clinical testing in hospitals in the Oxford AHSN region in 2016, with a launch
expected at the end of 2017.
Lead AHSN and joint partners - Oxford AHSN and the University of Reading (Department of Pharmacy)
Background summary - The Oxford AHSN Wealth Creation team helped Capillary Film Technology (CFT) – a
new company linked to University of Reading – make the right connections with the NHS including Bucks
Cardiologist Dr Piers Clifford – identified by the HSJ as a top NHS innovator in 2014. The relationships
developed over a series of events organised or sponsored by the Oxford AHSN.
“This is a great example of how NHS clinicians, universities and emerging UK health tech
SMEs can be connected by an Academic Health Science Network.”
Oxford AHSN Chief Operating Officer Dr Paul Durrands.
"This is a fantastic example of university research and innovation being transferred into
industry to help solve real-world problems.”
Dr Al Edwards, co-founder of Capillary Film Technology (CFT).
Challenge identified and actions taken - CFT has been developing a cost-effective, sensitive point-of-care
microfluidic testing technology to diagnose acute coronary syndrome.
CFT promoted this technology in a poster showcase hosted by the Oxford AHSN at the BioTrinity life
sciences event in May 2014. The following month CFT exhibited at the Oxford AHSN annual general meeting
where they had initial discussions with cardiologist Dr Piers Clifford who works in Buckinghamshire
hospitals. They have gone on to develop an effective working partnership.
Outcomes - CFT received funding totalling over £1m through SBRI Healthcare – a £100,000 phase 1
feasibility fund (April 2014) and £1m phase 2 fund (December 2014) to develop a test for use in NHS A&E
departments to diagnose myocardial infarction. CFT was also shortlisted in the inaugural Oxford AHSN
Public-Private Collaboration awards in August 2014.
Plans for the future - CFT is now working with partners in the NHS, pharmacy and industry to develop a
prototype to be clinically validated in preparation for regulatory approval.
AHSN Core objectives - B – Speed up adoption of innovation into practice to improve clinical outcomes; C –
Build a culture of partnership and collaboration; D – Create wealth through co-development, testing,
evaluation and early adoption and spread of new products and services.
Clinical priority of enabling theme/s - 1 – reducing premature mortality; 3 – helping people recover from
episodes of ill-health or following injury - 4 – positive experience of treatment and care; 5 – treating people
in a safe environment and protecting them from avoidable harm.
Other themes - Cardiac, heart attack, wealth creation, technology
Contact for further information - Dr Nick Scott-Ram Director of Commercial Development E-mail:
Nick.Scott-ram@oxfordahsn.org
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Operational overview
1.
In January 2014 there were just eight people working in the Oxford AHSN core team. There
were no clinical networks, no Clinical Innovation Adoption programme and no commercial
or informatics teams. By April we had recruited all the senior team. By September all the
programmes and themes had started. At the end of December we had launched most of
the clinical networks, launched the Patient Safety Academy, which is delivering across all
NHS providers in the region, and established the Patient Safety Collaborative with new
funding from NHS England.
2.
The Best Care programme is starting to deliver. The Children’s network launch in December
was attended by about 100 clinicians and managers and featured the publication of Dr
Craig McDonald’s report on “Variation in Paediatric Care in the Thames Valley” – this shows
wide variation in admissions for common presentations such as gastroenteritis and sepsis.
3.
Around 100 clinicians and managers attended the Maternity network launch – impressive
on a cold wet Friday evening! The Anxiety and Depression (IAPT) clinical network launch
attracted more than 100 participants with contributions from clinicians from across the
Oxford AHSN and national leaders.
"I congratulate the Oxford AHSN for prioritising mental health.”
Lord Layard, Director of the Wellbeing programme of the London School of Economics, at the
launch of the Oxford AHSN Anxiety and Depression Clinical Network:
4.
I would also like to highlight the launch of the Patient Safety Collaborative prospectus, the
appointment of Professor Charles Vincent as the lead and Jill Bailey as the Head of Patient
Safety.
5.
The Early Intervention in Mental Health Clinical Network has been asked by NHS England to
lead on work across the South of England.
6.
This week Nick Scott-Ram and his commercial team, Tracey Marriott and I met the UK
Managing Director of Janssen Healthcare, Mark Hicken, and colleagues at their Head Office
in High Wycombe. A year ago the Clinical Innovation Adoption programme and Wealth
Creation programme were just ideas – now both programmes are up and running with 60
work streams between them.
7.
The Clinical Innovation Adoption (CIA) programme 2014/15 ten innovations are progressing
well towards adoption – as expected the majority will complete in 2015/16. The CIA
programme is engaged right across the health system including three innovations (anticoagulants, ECG monitoring and memory drugs) in primary care.
8.
The Wealth Creation programme is managing 45 work streams, ten of which will deliver by
March 2015. Hugh Penfold and Nicki Bromwich, who joined us in September, have made
great strides in engaging the community in Berkshire and Buckinghamshire. Julie Hart is
working hard with Nick and colleagues to develop the bid for the Innovate UK Precision
Medicine Catapult – up to £200m for the Oxford AHSN region over ten years; this process
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has galvanised support from our Universities, NHS providers, commissioners and from very
strong life science industrial base we have in the region.
9.
Looking forward to the year end, Clinical Innovation Adoption will have facilitated the
uptake of the Intermittent Pneumatic Compression Stockings (to reduce mortality after
stroke) and Intra Operative Fluid Management benchmarking. In addition rollout of the
Gestational Diabetes Monitoring system will have reached Oxford University Hospitals, the
Royal Berkshire Hospital and Milton Keynes Hospital.
10.
Through a robust process engaging commissioners, providers, patients and industry we
have now identified four projects and two topic areas (diabetes and dementia) of the ten
innovations for 2015/16.
11.
Engagement with the life science industry continues to be strong with interactions with
more than 100 companies. An early success has been achieved with Capillary Film
Technology, led by Dr Al Edwards from the University of Reading, in collaboration with Dr
Piers Clifford from Buckinghamshire Healthcare NHS Trust, securing £1 million SBRI funding
to develop diagnostics for heart failure (see Case Study 2). With the relationships and
connections we are fostering across the system we can quickly link companies to clinical
groups – an example is linking, just before Christmas, Isansys (led by Keith Errey), another a
local SBRI winning company specialising in remote monitoring of high risk patients (see
http://www.sbrihealthcare.co.uk/news/isansys-lifecare-wins-1million-sbri-healthcarecontract-to-support-nhs-objectives/), with the Out of Hospital Network (led by Dan
Lasserson) – a clinical validation trial will be underway soon.
12.
We also have a developing relationship with Cranfield University and Bedford Hospital –
winners of the inaugural Oxford AHSN and OBN Award for the best public-private
collaboration for a device to measure bone density in the community using acoustics. This
and other collaborations will be followed up in Q4 with a visit to Cranfield.
13.
During the quarter, a successful workshop on carbon savings from energy and sustainability
projects was held with participating Trusts and Universities. By March 2015, six
Trusts/Universities will have completed feasibility studies for substantial carbon and cost
savings.
14.
HETV has agreed to support a Boot Camp for clinical entrepreneurs which will support
innovation development and uptake in the NHS.
15.
We have added additional interim resource to Informatics to ensure delivery of our key
milestones by March 2015. Informatics held its first meeting with the CIOs from across the
region. Working with local senior IT and IG managers, the Informatics team has found
solutions to data sharing for the Maternity Clinical Network which will enable improved
decision support for patient care across the region.
16.
The Oxford AHSN core team has now moved to new accommodation on the Oxford Science
Park in the Magdalen Centre. The new office has three meeting rooms that are being used
flexibly, break out space and a number of hot desks that can be used by visiting partners.
17.
We are recruiting permanent staff for Informatics and for the Patient Safety Collaborative.
We are also adding resource to the Clinical Innovation Adoption programme to support the
adoption of the next wave of innovations.
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18.
The financial forecast remains largely unchanged.
19.
Oversight Group meetings for the Programme and Themes, including the PPIEE group that
is working in partnership with the NHS England Area Team and the Thames Valley Strategic
Clinical Networks, have been held including the first meeting of the Wealth Creation
Groups in December 2014. The first meeting of the Informatics Oversight Group will be
held early in Q4.
20.
The well-attended third Oxford AHSN Partnership Board meeting held on 27 November
reviewed the Wealth Creation Strategy and proposals for clinical outcome measures for the
clinical networks. There was also a good debate on the ways in which the Oxford AHSN can
add value, particularly to the deliberations of commissioners.
21.
The Oxford AHSN has taken part in the national review of the NHS improvement
architecture led by NHS England.
22.
Oxford AHSN website hits have doubled year on year to 171,453 hits in December.
Subscribers to the newsletter increased to 885 (726 September) and we continue to add
Twitter followers - over 600 at the end of September. The Oxford AHSN has over 100 work
streams/projects. We need to ensure that our partners are aware of the work and that
they are engaged where they feel they would benefit from collaboration. We are
undertaking more work to strengthen our communications – this has been added to the
Issues Log.
Best Care programme
23.
All ten Clinical Networks now have key personnel in post to support their administration,
their activities and growth. Q3 has seen the expansion of the roles of many networks,
whilst others have focused on strengthening their regional engagement.
Best Care programme - Clinical Networks
24.
Three further launch events have taken place this quarter – Maternity, Children’s and
Anxiety and Depression (IAPT) Clinical Networks.
“Well done with the Oxford AHSN Maternity Network Launch – it shows great promise for
Thames Valley maternity services “
Consultant Obstetrician – Royal Berkshire Hospital NHS FT
25.
All these launches benefited from working closely with the other networks, and learning
from the reviews of previous launches. Each launch was attended by round 80-100
clinicians and managers and received positive feedback. They featured talks from local
clinicians, university researchers, patients and private enterprises, as well as talks from
national policy leaders. They focused on creating a shared sense of purpose and
encouraging engagement and involvement in the work of the networks.
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“Dear Julie & Liz 1
Good afternoon. I would like to acknowledge your excellent outreach work on flu at the Slough
children’s centres on behalf of the Slough public health team, children’s services (SBC) and the
Slough CCG. Please find attached a letter of appreciation. I hope that you could find some time in
2015 to carry on this work more widely in the Slough community/primary care to increase Flu as
well as the general Imms uptake.”
Dr Onteeru Buchi B Reddy
Public Health Programme Manager, Public Health & Wellbeing, Slough Borough Council
26.
The Early Intervention Clinical Network has taken on national work for NHS England in
addition to its Oxford AHSN regional work, and this has required additional scoping
exercises and negotiations over funding. Nonetheless, projected delays to the original plans
remain minimal.
27.
The Best Care Oversight Group, which meets quarterly, scrutinised network membership in
its November meeting, and highlighted the need for better and stronger communications
and stakeholder engagement. Steps are being taken to support better engagement across
the Oxford AHSN between the clinical networks and the healthcare providers and
commissioners, building on the contacts and links already established and being developed
by the Network Managers and the Network Clinical Leads.
28.
The Oxford AHSN has stressed the importance of recording and sharing contacts, meetings
and engagement; a software system (Microsoft Dynamics, Customer Relationship
Management) is currently being tested for this purpose. At the same time an exercise in
stakeholder engagement planning is underway which will be reviewed and refined over Q4
and Q1 2015/16.
29.
A few of the projects in the Dementia network plans have been delayed by the availability
of key staff; the Oxford AHSN core team has put in place a recovery plan, including the
dedication of central resources to the network with a twin focus on membership
recruitment and engagement, and on project plan delivery (recruitment for a Network
Manager was successful in January 2015).
Quarterly
Review
Manager
appointed
Launch
arranged
Milestones on
track
Anxiety & Depression
Children’s
Comorbidity
Dementia
Diabetes
Early Intervention
1
Julie Wild and Liz Davis are two of the Children’s Network Nurses supporting the deliver of the flu
immunisation programme
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Imaging
Maternity
Medicines
Optimisation
Out of Hospital
30.
There have been delays to the Imaging and Maternity networks as a result of information
governance issues. These issues have been resolved with the assistance of the central
Oxford AHSN Informatics team, and lessons have been learned, primarily that large-scale
regional data sharing must be achieved incrementally, rather than in one sweeping step.
The delays are estimated to be two to three months, but recoverable, and all teams are
now focused on said recovery.
“ The Oxford AHSN Maternity Network should help us share data and best practice with more
confidence “ – Dame Fiona Caldicott, Chairman, Oxford University Hospitals and National Data
Guardian
31.
An important presentation at the launch of the Children’s Clinical Network was on the
variations in admission rates across the Network for initially the top 20 primary diagnoses
and subsequently on the following conditions: gastroenteritis, acute bronchiolitis,
fever/sepsis, asthma and pneumonia. This is an important piece of work, intended to
address a key objective for the best care programme: the reduction in variation. Work is
now continuing within the Children’s Clinical Network to address the issues raised.
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Key Clinical Outcome Objectives for Clinical Networks
32.
The clinical networks were challenged while they were forming to identify a key ‘Outcome
Objective’ which focused on the three components of quality of care. The three
components that make up NHS England’s high quality care are effective clinical care, safe
care and care that provides a positive patient experience.
33.
In discussions with the Clinical Networks the three criteria by which the outcomes have
been assessed are:
34.
Relevance (to the general public – i.e. does it address a key, common issue, such as
mortality, or length of stay, or length of treatment, or quality of outcome?)
35.
Measurable (will the stated outcome objective be measurable, and will we therefore be
able to prove that the network has made a positive impact?)
36.
Achievable (is the stated outcome objective realistic? Will it be possible to achieve it, given
the time and resource available?)
37.
This challenge has been largely met, as confirmed by the Oxford AHSN Partnership Board’s
review of the objectives in November. The Partnership Board did stress the importance of
engagement with commissioners in order to ensure that outcomes had impact across the
population. In addition, it was agreed that NHS trusts might suggest outcomes for
consideration that reflected internal service issues; for example, care for diabetes within
the general services. This is to be explored further.
38.
The intention is that the Networks and the outcomes would, over a short period of time,
become a valuable resource for commissioners, providers and researchers. The links with
informatics are extending with the development of data analysis capability. Further
progress is expected in Q4 on this important area.
39.
The Informatics team, led by Mike Denis with Katie James as Clinical Engagement Manager,
has continued to support the clinical networks regarding Information Governance (IG).
40.
The team has now engaged an IG consultant, Clare Sanderson, who is highly regarded in
the field. Clare will support in three ways: provide expert advice to ensure the clinical
networks have gained appropriate IG permissions, provide reactive support to short IG
queries, but mainly to support the creation of the overarching IG arrangement that will
engage senior IG figures across the Oxford AHSN network.
41.
Overarching IG Arrangement – Caldicott Guardians and IG leads have been engaged
regarding the plans to create the IG arrangement to support projects across the Oxford
AHSN and have been invited to participate in a forum aimed at creating an agreed IG
position.
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Network
Relevant
Measurable
Achievable
Accepted






Anxiety & Depression
Improve the recovery rate of patients suffering from Anxiety or Depression

Children
To improve the health of children by providing better quality prevention and treatment of the
leading causes of hospital admission.

Comorbidity
To produce evidence-based guidance for commissioners on inpatient psychological medicine
service evaluation and development
Dementia
Improve the patient and carer experience in memory assessment pathway
Diabetes
Improve the patient experience associated with diabetes care, reduce the variation and absolute
levels of diabetes complication risk attributable to elevated blood glucose and thereby reduce the
incidence of diabetes related complications
Early Intervention in
Psychosis







Improving health and social outcomes for patients with first episode psychosis, including duration
of untreated symptoms, symptom reduction, and engagement with education and employment.




Imaging
We will streamline the diagnostic pathways so that patients can decide on their best treatment
options more quickly




Maternity
Reduce the number of pre-term births occurring outside the Tier 3 Hospital environment




Medicines Optimisation
Reduce the use of ‘reliever’ inhalers, and attendance at A&E, by asthma patients




Out Of Hospital
We will work to increase the number of older people living with frailty who can be treated safely
out of hospital when they become unwell.




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Prof Neena Modi, President of the Academic Paediatrics Association, at Oxford AHSN Children’s
Clinical Network launch: “You are trailblazers.”
Best Care programme- Continuous Learning
42.
Funding for a second cohort of MSc Fellowships has been agreed with University of Oxford
and Health Education Thames Valley, with both parties providing funds. The marketing
campaign for year 2 cohort intake has started and great interest is being shown. The
course is open to all those working in healthcare.
43.
The year 1 cohort of the MSc in Evidence-Based Healthcare has now begun the course and
the Fellows explained their proposals very enthusiastically at the launch held in Q2. Two
modules have been run as scheduled: The Practice of Evidence-Based Health Care (October
2014) and Introduction to Study design & Research Methods (December 2014)
@OxfordAHSN great so far, very steep learning curve! It completely changes the way you
view research and how you use it in practice.
(Tweet from Joseph Korge, physiotherapist in mental health)
44.
The Patient Safety Academy has made progress in all three project areas:
•
Surgical training: All trusts engaged & champions identified, with training begun at four
out of five acute trusts.
•
Board training: All trust boards engaged and positive. Board-specific training courses
have now been agreed in a number of trusts.
•
Primary Care & Mental Health training: Pilot projects scoped with a view to launching in
Q4.
Patient Safety
Academy
Evidence Based
Healthcare
Quarterly
Review
Manager
appointed
Launch
arranged
Milestones on
track
Held in Q2
Held in Q2
Best Care programme - Patient Safety Collaborative (PSC)
45.
15 Patient Safety Collaboratives have now been established by NHS England in each of the
15 AHSNs. The successful national launch was held on October 14th and the proposals for
Oxford AHSN’s PSC work was detailed in the prospectus. In particular, the early priorities
are:
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•
The active engagement of patients and carers
•
The development of a safety information system for the PSC (see also informatics
theme)
•
The establishment and support of four key programmes; and
•
The development of capacity and capability in leadership for safety improvement.
46.
The PSC will also act as an umbrella and coordinating centre for the many important
patient safety initiatives – both practice and research – within the Network’s four counties.
47.
The PSC has now appointed a Head of Patient Safety, Jill Bailey, who will act as the senior
manager for the Collaborative, working closely with the Lead, Professor Charles Vincent.
Advertisements are now being placed for the next tier of staffing who will support
clinicians to take forward the four initial areas of focus:
•
Acute kidney injury - led by Dr Emma Vaux, Royal Berkshire Hospital NHS FT
•
Medication safety - led by Boo Vadher, Oxford University Hospitals NHS Trust
•
Pressure ulcers - led by Ria Betteridge, Oxford University Hospitals NHS Trust
•
Safety in mental health; led by Jill Bailey, Oxford Health NHS FT and the Oxford AHSN.
48.
A second area of work for the PSC is the engagement of local stakeholders in the planning
of four workshops. For this reason, a workshop is being held in early March to build on
survey work undertaken in Q3 which gathered views on proposals and suggestions on
other areas to be looked at. The workshop will aim to expand on this and develop
proposals for further discussions.
49.
Thirdly, information management and the measurement of improvement is recognised as
key. To this end, a dedicated data analyst function has been recruited to so that effective
new methods can be demonstrated as such. (see also below in Informatics).
Best Care programme - Sustainability
Quarterly
Review
Sustainability
Manager
appointed
Launch
arranged
n/a
Milestones on
track
50.
The Sustainability theme has continued to deliver its Oxford-based training programme
with well attended half-day seminars. However, whilst this has been in line with its remit,
there are concerns that it may not deliver any improvement outcomes other than raising
awareness. We were pleased to provide initial funding for the work which enables the
partners to determine whether they would like to fund further work themselves after April
2015.
51.
Under Wealth Creation a parallel focused piece of work to analyse and reduce the carbon
output of six NHS Trusts/Universities in the region has progressed very well – see Wealth
Creation section. This will continue in 2015/16 with the support of the Carbon Energy
Trust.
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Clinical Innovation Adoption (CIA)
Overview
52.
The Clinical Innovation Adoption programme initiates ten Innovation Projects per year
based on clinical needs for the region and best evidenced innovations that meet these
needs.
53.
During Q3 CIA has focused on meeting roll out objectives with NHS organisations. Four of
the ten projects would have completed implementation with a number of NHS
organisations (please see table below) from within the region. Whilst the CIA programme is
on track it should be noted that some of these projects will extend beyond 2014/15 as they
are large and complex requiring significant time to implement locally.
54.
By the end of 2014, all acute providers would have participated in at least one of the ten
projects. Whilst access to commissioners at CCGs remains challenging, seven out of 12 are
working with the programme and the other five are aware of what can be done and will get
involved over the coming year. The executive team is building a portfolio of activities that
demonstrate added value to the CCGs to entice them to engage. As an example of the
growing interest, the CIA Director has been invited to attend Commissioning Priority
Committees and planning events to aid with the thinking and share how the CIA innovation
projects lend themselves to Best Care tariffs, local and nation CQUIN opportunities and
inclusion in annual contract arrangements.
55.
As innovation implementation has to be owned by the NHS and used/experienced by our
patients, the CIA programme has paid particular attention to engagement and
communication with these key stakeholders. All NHS organisations were invited to
participate in the selection process as this is seen as key to gaining commitments to adopt
innovations during the coming year. Patient representatives sat on the selection panels and
have agreed to be involved in the operational roll-out of innovations during 2015/16. The
focus remains on resolving the challenge of how to provide better quality outcomes for
patients with tight and reducing budgets and with this in mind, many of the projects
address this challenge.
56.
The CIA programme has a high degree of collaborative working with both the Best Care and
the Wealth Creation programmes. The CIA programme plans to implement ten innovations
during 2015-16. Of these ten, four were identified through the Call to Innovation Process
that requested submissions from industry and the wider NHS during July – Sept 2014. A
further five innovations will be developed with the Oxford AHSN’s Out of Hospital,
Medicine Optimisation, Dementia, Patient Safety Collaborative and Diabetes Networks.
These networks offer an in-house source of clinical expertise and regional understanding of
variability within services, also insight into emerging best practice that can be harnessed to
address this. The remaining one innovation will be selected during Q2 2015/16, following
engagement with NHS organisations.
FINAL_Oxford AHSN Q3 Quarterly Report
16
Strategic Needs & Priorisation
1
2
Projects
No of Planned
Needs
Innovation
Implementations Assessment and Assessment &
2014/15
horizon scanning PPIEE
Bladder
Scan(CAUTI)
OUH, Great
Western, Bucks
HFT, OxHealth
Ambulatory ECG
Monitor
Bucks GPs/Public
Health
SHaRON
BHFT/OxHealth/C
NWL
Electronic Blood
Transfusion
Intermittent
Pneumatic
Compression
Management
3
Sign off priority
Innovations
Local Planning
Local Implementation
4
5
6
Product/Service
Specifications
written & agreed
Local Project
Initiation Plan
agreed
Project initiated
7
Implementation
Planning
9
10
Trust Board
Approved
Implement
Change
Measure &
Manage
At this stage by
2015/16 - Complete and roll out
Mar15 (4
over other counties
Trusts)
At this stage by Mar15
1 Trust at this
stage by Mar15
At this stage by Mar15 (2 Trusts)
BHT/Bedford
All regional
Stroke Units
Berks, Alysbury &
Warfarin &
Chiltern,
Anticoagulants TA
OxfordCCG/GPs
1 County at this stage by Mar15
Renal Cancer TAs
OUH, MK, RBH,
BHT
At this stage by
Mar15
Monoclonal
Antibodies for
Rheumatoid
Arthritis TAs
Providers/CCGs/
GPs
At this stage for
other Trusts by
Mar15
Dementia
(Alzheimers
Disease TA)
BHFT/OxHealth/C
NWL
At this stage by
Mar15
Gestational
Diabetes
OUH, MK, RBH
FINAL_Oxford AHSN Q3 Quarterly Report
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2015/16 - Complete and roll out over other
counties
1 Trust using/1
not adopting
2015/16 - Complete and roll out over other
counties
Completed all
Stroke Units
Mar15
2015/16 - Complete and roll out over other
counties
2015/16 - Complete and roll out over other
counties
1 Trust
complete
Mar15
2015/16 - Complete and roll out over other
counties
3 Trusts
complete
Mar15
17
57.
The Intra-Operative Fluidity Management project received funding from the Regional
Innovation Fund in March 2014 and is being delivered through joint working with NHS
Benchmarking and Oxford AHSN. All supplier interviews and site visits explaining how to
complete the online datasets and survey have been completed.
Intra Operative Fluid Management
Clinical Leader – Dr Emmanuel Umerah, Frimley Health
April 14
•Project Selected
and supported
by RIF Fund
May
•Set up
collaboration
with NHS
Benchmarking
Network to
delivery the
project
June
Sept
•Project launch
across the
Oxford AHSN
region. NHS
England agree
to participate in
project.
•Clinical Regional
Workshop
hosted to design
benchmarking
dataset
Nov -Dec
Oct
•IOFM
Benchmarking
Dataset
launched with
qualitative
survey
•Suppliers
engaged to
understand
barriers to
adoption
Expected Patient Outcomes:
Providing senior doctors and nurses information to assist clinical practice and departmental
management, based on robust evidence. The expected patient outcomes are:
•
Reduce rate of re-admission and re-operation
•
Fewer post operative complications
•
Reduce emergency admissions into intensive care after surgery
•
Low risk of cardiac complications minimally or non-invasive monitoring
•
Reduce risk of catheter (CVP, arterial, PAC) related infection
•
Reduce length of hospital stay, patients are ‘fit for discharge sooner’
April 15
•National rollout
of IOFM project
as part of the
National
Theatre
Benchmarking
Project
Participating Hospitals:
Royal Berkshire Hospital,
Frimley Health ,
Buckinghamshire
Healthcare, Milton
Keynes Hospital, Bedford
Hospital, Oxford
University Hospitals,
Great Western Hospitals,
Central Manchester
Hospitals
Project Objectives:
1.
Increase the relevant adoption of Intra Operative Fluid Management Technology across
the region
2.
Understand the barriers to adoption from perspective of NHS Providers, NHS
Commissioners, Industry
3.
Design and Develop a useful tool that providers and commissioners can use for
business planning, service development and contract management
4.
Provide feedback to NHS England to inform national Policy
58.
March
•Presenting
initial findings at
the National
Theatre
Benchmarking
Conference in
London
Estimated 47,000
people in Oxford
AHSN region
could benefit
from full
implementation
of IOFM
technology
Potential
savings to the
NHS in Oxford
AHSN region
of £24.3M full
adoption of
technology
Data and information play an important part in setting out the case for addressing
unwarranted variations across our region. During Q4 the CIA team will continue to work
with informatics colleagues and other available sources to obtain useful data.
Call to Innovation 2015/16 Update
59.
The CIA programme put out the Call to Innovation 2015/16 and received a number of
innovations from Providers, Commissioners and Industry. Other innovations were
researched by the CIA team and included for consideration.
60.
The top 20 innovation submissions most aligned to our NHS strategic priorities were
initially selected by the AHSN prior to being shared with a scoring panel comprising of
either CIA Oversight Group Members and/or decision-makers from Providers and CCGs.
FINAL_Oxford AHSN Q3 Quarterly Report
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61.
The chart below shows the level of interest in the innovation and potential willingness to
adopt by Commissioners and Providers. The perceived size of the benefit is depicted by the
size of the bubble.
62.
Detailed proposals have been worked by the team to determine their feasibility. It was
decided that six innovations would be selected from the 20 and that four would be agreed
with the Clinical Networks to address high health needs within Diabetes, Dementia, Out of
Hospital and Medicine Optimisation. The final list for 2015/16 will be published by the end
of January following a further review with the Oversight Group.
63.
Creating a Sustainable Innovation: The CIA Programme is in the process of creating a
Sustainable innovation Programme that will be taken forward with funding and assistance
from HETV.
Q4 Plans
64.
During Q4 the CIA programme will attend a number of meetings with both Providers and
CCGs to discuss which of the projects the NHS organisations will choose to adopt during
2015/16. The choice will also extend to projects selected in 2014/15 and not selected last
year.
FINAL_Oxford AHSN Q3 Quarterly Report
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Research & Development (R&D)
65.
Q3 has seen a great deal of activity and the programme lead, Professor Gary Ford has:
•
spoken at Association Medical Research Charities meeting in London on "Funding
Research that will be Adopted by the NHS" Session 4 - Overcoming the barriers to
adoption and implementation in the NHS;
•
attended national NIHR Local Clinical Research Networks Leadership Programme
meeting, Birmingham;
•
met with Bayer staff and the Clinical Research Team in Newbury to discuss research
opportunities; and
•
met Professor Protheroe, Co-Clinical Director Thames Valley and South Midlands NIHR
Local Clinical Research Network and discussed commercial research collaboration and
coordination; the coordination of communications between the LCRN, the CLAHRC and
the AHSN and the potential use of the Oxford AHSN Partnership Board by the
LCRN.
66.
Professor Protheroe subsequently attended the November meeting of the Oxford AHSN
Partnership Board and it was agreed that plans would be developed to further these areas
for collaboration and coordination.
67.
The Oversight Group endorsed the proposals for ways in which additional NIHR Research
Capability Funding might be attracted into the Network region, the development of
research for all healthcare professionals and joint working with the NIHR Thames Valley
and South Midlands Clinical Research Network, particularly in relation to research in
primary care. In addition, Professor Ford will be meeting with the University of Reading to
help support the development of its strategy for health-related activities and research
building on its strong nutrition, pharmacy and other life sciences strengths.
68.
Professor Ford attended the CLAHRC Management Board and held discussions
subsequently with the Chair, Mr Stuart Bell, and the Director, Professor Richard Hobbs,
about aligning communications.
69.
Discussions continue with the University of West London, Oxford Brookes University, and
Bucks New University about the creation of an AHSN Nursing/AHPs research group and the
importance of engaging this group of staff in research. This group met in December
following the second R&D Oversight Group held on 20th November and has now plans to
take forward research linked to NHS Trusts’ quality objectives. Patient safety is expected
to be a focus so liaison with the Patient Safety Collaborative will be important.
70.
Discussions are also continuing to support the development of an academic post in A&E
between Buckinghamshire Healthcare NHS Trust and Bucks New University. Exploring
potential links with Oxford University.
71.
Discussions have been held with the University of Oxford and Oxford University Hospitals
NHS Trust on the development of a Clinical Research Facility at the John Radcliffe Hospital.
72.
Professor Ford attended the NIHR Strategy Board meeting on 18/19th November.
FINAL_Oxford AHSN Q3 Quarterly Report
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73.
Professor Ford met Sir David Cooksey and members of the Aegate Senior Management
Team to develop a potential project evaluating the use of their technology to improve
patient safety and medication adherence.
74.
A meeting was held with Professor David Evans and Oxford Brookes colleagues to discuss
research opportunities and plans are being considered with Professor Chas Bountra and
Chris Schofield to consider an Oxford Antimicrobial Resistance workshop/meeting.
75.
In December Professor Ford attended the Research Awareness Day at Milton Keynes NHS
Trust and the first meeting of the Nursing/AHP Research Group was held. Other
topics/projects being developed include an NHS Regional Industry Forum meeting and the
development of Patient Reported Outcome Measures with Professor FitzPatrick.
76.
Discussions are also being held to support the development of plans for a Clinical Trials
Unit at the University of Reading with the two Berkshire NHS Trusts.
Wealth Creation
77.
Wealth creation activities are running at pace led by Nick Scott-Ram, Director of
Commercial Development, and his team (Nicki Bromwich, Hugh Penfold, Julie Hart and
Sonya Farooq). The job specification for a joint post with the University of Reading and
Royal Berkshire NHS Foundation Trust (RBH) has been finalised and advertising for the
position will commence in January 2015. The main purpose of the role will be to develop
collaborative initiatives between the University and RBH. An additional post for the
position of Strategy and Commercial Manager has been created and it will be filled during
Q4.
78.
The first Wealth Creation Oversight Group meeting was held on December 3rd 2014. This is
chaired by Dr Nick Edwards, a local entrepreneur. The input from the Group was
constructive and provided a platform for further developing the regional strategy. Work
has also started in developing a life sciences strategy for Buckinghamshire, developing the
strong relationships now being developed with the Bucks LEP, Bucks County Council and
the universities.
79.
During this quarter we established a pipeline of innovations for commercialisation.
Opportunities have been identified in four main categories of activity:
•
Helping industry and other organisations work with the NHS around adoption of
innovation. A total of 14 projects have been identified across diagnostics, medtech,
digital and PROMS
•
Building investment opportunities across the region. Four projects have been identified
where additional investment will support further commercialisation of products and
services
•
Building a culture of innovation in the NHS. A further four projects are under review
based on opportunities identified within the NHS
•
Building long-term partnerships with businesses and other organisations. One project
has been identified which could lead to potential cost savings across the region.
FINAL_Oxford AHSN Q3 Quarterly Report
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80.
The Wealth Creation portfolio now has a total of 43 ongoing projects with ten of these
scheduled to deliver outputs by the end of March 2015.
81.
The Wealth Creation team has built up a strong network of NHS clinicians across the
region, and in co-operation with the other Oxford AHSN programmes, including Best Care,
Clinical Innovation Adoption and R&D. This network forms the basis for ensuring that
industry and universities can access NHS clinicians to work on concepts and pilots of new
products and services.
82.
Strong links have been established with Isis Innovation (the technology transfer company
of the University of Oxford) to ensure that commercialisation is more effective and
efficient. This has included the Oxford AHSN providing expertise around the
commercialisation of diagnostic tests and around the relevant adoption pathways into the
NHS. The Oxford AHSN is also working with other knowledge transfer offices (for example
the University of Reading) to ensure that the commercialisation process can become more
effective.
83.
A successful SBRI seminar was held on the 30th October 2014 at Green Park Reading. The
Oxford AHSN was also represented at the SBRI Spark conference in London on the 10th
December 2014 and presented on how the Oxford AHSN engages with SMEs in the SBRI
process.
Keith Errey of Isansys Lifecare:
"The Oxford Academic Health Science Network has helped Isansys in several different ways.
One of them has been the interface with SBRI Healthcare and the projects that we have been
working on.”
84.
The Oxford AHSN is leading the review process for the Oxford region to be selected as a
potential site for the Innovate UK Precision Medicine Catapult. Oxford is one of six national
sites under review by Innovate UK and a decision on the final site is expected in March
2015. The national team will be visiting in late January 2015.
85.
The Oxford AHSN is forming a Diagnostics Industry Advisory Council comprised of large and
SME diagnostic companies. One of the objectives of this Council will be to provide a focus
for industry interactions with the NHS. The inaugural meeting is scheduled to take place in
January 2015.
86.
Solid progress has been made in the planning for an Oxford Region Alumni Summit in July
2015. International senior executives who are alumni of the Oxford AHSN region HEIs will
be invited to attend a senior two day conference which will showcase the Oxford AHSN
region, as well as highlighting the inward investment opportunities in the UK. Work on the
programme, invitation lists and conference support is well underway.
87.
The Oxford AHSN and other key stakeholders are reviewing proposals for an Innovation
and Assessment System developed by GE Healthcare Finnamore. A decision on whether to
progress with this regional investment opportunity will be made in January.
FINAL_Oxford AHSN Q3 Quarterly Report
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88.
Several initiatives for fostering innovation in NHS Trusts are ongoing. The first, the annual
innovation competition Challenge 2023, in partnership with HETV, will be launched in
January 2015 with the final results of the competition to be announced in May 2015. The
second is the creation of an “entrepreneurs boot camp” which will be offered to healthcare
workers that wish to learn more about the skills required to become an entrepreneur.
HETV has agreed to provide funding over a two-year period for around 50 healthcare
workers from across the region to attend the course.
89.
The Oxford AHSN has been in discussion with the Structural Genomics Consortium
(University of Oxford) to help identify spin-out companies in the drug discovery arena. The
Oxford AHSN is also supporting an analysis of the IP environment around open access
research in drug discovery and development.
90.
The Oxford AHSN is continuing to work closely with Isis Innovation to develop the Oxford ehealth lab. This will include the identification of digital innovations within the community
and the Oxford AHSC partners. The Oxford AHSN is also planning to jointly run an
innovation showcase for the region in June 2015.
91.
SME engagement continues to be broad and diverse. An early success has been achieved
with Capillary Film Technology with the announcement of a £1 million SBRI award. The
Oxford AHSN was instrumental in developing the SBRI proposal (see Case Study 2).
92.
During the quarter a successful workshop on carbon savings from energy and sustainability
projects was held, with participating Trusts and Universities. This meeting is part of the
performance benchmarking exercise for the Oxford AHSN region and the outputs of this
review will be available in March 2015.
93.
Oxford City Council is developing a proposal for a SMART City, which will utilise
developments in digital technology and data management to support advances and
improvements in a number of areas including healthcare. The Oxford AHSN is collaborating
with the Council in formulating a strategy.
Informatics Theme
94.
The informatics team led by Mike Denis has continued to consolidate its activities and
resources, particularly in terms of developing engagement with the clinical networks and in
terms of developing the data visualisation and hybrid data model (see also below).
95.
The informatics team developments are as follows:
•
The informatics team is fully focused on the delivery of initiatives to support current
Oxford AHSN projects now whilst building a sustainable data platform on which the
informatics service will develop.
•
The staff composition with the informatics team has changed during the quarter. The
information lead, resigned and after interviews a replacement has been identified to
start in the next quarter. Two interim data analysts and one interim project manager
have joined the team. One data analyst has a particular focus on patient safety and will
be working closely with the PSC.
FINAL_Oxford AHSN Q3 Quarterly Report
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•
Engagement has continued with all Oxford AHSN clinical networks and themes to
manage their data needs in addition to coordination of work commissioned from
internal and external organisations.
Work with Programmes
Best care
96.
Regular meetings have been held between Informatics team members and the
programmes and themes. Meetings of the Network Clinical Managers are attended which
has been very helpful in extending engagement with the clinical networks and developing
collaborative working with the best care team. Meetings have also been held with
individual Clinical Networks to address specific issues, for example in maternity and
imaging.
97.
Team members have attended network board and business meetings which has enabled
discussions of informatics needs with wider network teams with representatives from the
whole region.
98.
The team has been supporting the clinical networks develop their clinical outcome
objectives. Data to enable this have been sourced in cases through the clinical networks
and in other areas via the Central Southern Commissioning Support Unit and Quality
Observatory.
99.
The informatics team have continued to advise on information governance requirements
for the networks and are able to utilise the recently identified IG consultant who can
support networks with more complex scenarios.
100.
Support has been provided across Maternity and Imaging around the separate forms of
infrastructure needed for image sharing projects underway.
“It was great to see the speakers so inspired by the ideas of progressing services through
networking and sharing. It is clear that in the changing environment of healthcare using
networks to improve and coordinate care for patients will be future. “
Maternity Risk Co-ordinator – Oxford University Hospitals
101.
The Informatics team is also now focused on the linking of data collected by the Support
Heart Failure Project study, led by Professor Kazem Rahimi. The team has been
investigating and advising on options available to enable such a link.
102.
Working to identify how the informatics teams can support Gestational Diabetes,
Intelligent Ultrasound and Falsified Medicines initiatives within the AHSN region – Q4
2014/2015.
Clinical Innovation Adoption
103.
The informatics team have sourced data to support particular CIA projects including
Urinary Tract Infections to support Bladder Scan, Eating disorders to support 'Sharon' and
Atrial fibrillation in relation to anti-coagulants. The team is also planning to extend
collection to enhance existing data and provide further support for current 2014/15
FINAL_Oxford AHSN Q3 Quarterly Report
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projects. A planned assessment of the baseline data needed to support the projects being
launched in 2015/16 will take place next quarter.
104.
The next quarter will see a continuation of the data collected for the 2015/16 projects in
addition to an initial assessment of the data requirements for the 2015/16 projects and an
informatics plan depicting how these will be serviced.
Wealth Creation
105.
Mike Denis has extended the collaboration between informatics and wealth creation,
particularly concerning big data and technology and participating in wealth creation events
across the region.
Patient Safety Collaborative
106.
One of the newly recruited data analysts has been allocated to source and analyse data to
support the four elements of patient safety the Oxford AHSN will focus on. Interviews for
the permanent post are due to be held at the end of January.
Data Visualisation and Hybrid data model
107.
The construction of the data visualisation model has progressed well during Q3. The
external company Fosse Games regularly communicates developments with the model and
has asked for the team’s guidance and feedback on certain aspects of the process.
108.
The Oxford AHSN clinical networks are required to demonstrate their impact against one
core clinical data metric. It is therefore important to show change in clinical outcomes over
time and reflect variation geographically. Spatial data representation will take the form of
an interactive map. The collection of the data supporting the objectives will be fed into the
model to enable a visual understanding of baseline and variation. The model will be
scalable meaning the objectives can be continually monitored going forward.
109.
The data analysts provide a key element of the hybrid data model as they are central to
both the collection and analysis of data needed to provide informatics support across the
AHSN.
110.
Data acquisition – the team are working towards a formal agreement between the AHSN,
the CSU and the Quality Observatory to act a primary source for data sourcing and
collaborative working arrangements are being developed.
Mobilising Partners/Initiating Collaborations
111.
Partnership working with external companies identified as being able to complement our
work programme has continued. In the last quarter, Jansen Healthcare Innovations have
delivered a comprehensive data extraction and analysis piece for the Early Intervention
network, which will now be reviewed internally then shared with partners. As discussed in
relation to the data visualisation model, the team are pleased with the progress being
made by Fosse Games.
FINAL_Oxford AHSN Q3 Quarterly Report
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AHSN CIO Forum
112.
First Chief Information Officers’ meeting was held in December 2014 and representation
across the Oxford AHSN’s organisations and geography was good with CIOs present from
acute trusts, community and mental health trusts and the universities. Mike Denis set out
the Oxford AHSN informatics plans and how as a forum we could collaborate to ensure best
informatics practice across the region. Professor Ford also attended to update on the
objectives and activities of the AHSN.
113.
Each CIO was invited to share current informatics projects underway in their organisation this initiated a thought-provoking discussion and highlighted potential for joined up
working across the Network and across sectors.
Informatics Oversight Group
114.
Wide engagement across the region to source suitable candidates has taken place who will
be able to make a significant contribution to the informatics planning in the Oxford AHSN
and will themselves draw benefit from participation. The Informatics Team has worked
with PPIEE to ensure lay representation on this group, chaired by Stuart Bell, Chief
Executive of Oxford Health NHS FT.
115.
Members from sport, pharmaceutical, technology, higher education and patient groups
have been invited to take part and have been sent the terms of reference. A date for the
first meeting has been set for the end of February.
Digital Strategy – Oxford University Hospitals (OUH)
116.
Mike Denis was asked to complete a review of the digital services at OUH by Sir Jonathan
Michael, CEO of the Oxford University Hospitals NHS Trust. This involved wide engagement
across the trust, including interviews, to understand the current digital infrastructure and
what changes employees would like to see going forward. The report will be discussed at
an OUH Board seminar on IM&T strategy in February (Q4).
Activities outlook for remainder of 2014/15
117.
Work continues on the development of the Informatics Strategy and it is anticipated that
this will be discussed by the Oxford AHSN Board at the end of Q1 in 2015/16. Similarly the
development of the information governance arrangements should be completed by the
end of this quarter.
118.
The establishment of Data Analytics service, drawn from, and delivered by, partner
resources, designed to be flexible in servicing the informatics requirements of the clinical
networks and the clinical innovation projects should be completed by the end of Q4
2014/15. The development of contractual relationships with commercial entities/CSU to
support the data analytics service will also be completed by this time.
FINAL_Oxford AHSN Q3 Quarterly Report
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Patient and Public Involvement, Engagement & Experience (PPIEE)
Governance and Strategy
119.
The Thames Valley and Milton Keynes Patient Experience Strategy Group, continues to
meet six-weekly. We are planning a joint event for March to bring together local
Healthwatch and Patient Participation Groups (PPGs) to consider how we can work
together to develop person-centred care and research.
120.
The Lay Advisory Panel has been set up with nine initial members from across the Thames
Valley and will be meeting with them in the New Year.
121.
We are in the process of agreeing our payment policy and hope to have this as a shared
policy across organisations.
122.
We have invited Simon Denegri to the next AHSNs Involvement Leads Network of Networks
meeting and will be chairing this in the New Year.
Patient Leadership
123.
We are in the process of agreeing the tender documentation to allow us to run three
programme cohorts in 2015. This would allow thirty professionals and thirty members of
the public/patients/carers to take part in what has proved to be an innovative approach to
developing skills in both lay people and professionals alike.
124.
We helped to run a stall with our lay members at the Thames Valley and Wessex
Leadership Academy’s awards day in the autumn.
Public Engagement
125.
We are working with Science Oxford, the University of Oxford and Brookes University to
establish a set of public engagement activities and events for 3015/16. We have secured an
initial £30,000 funding and are awaiting the results of further bids for additional money.
126.
We will again run a stall at the Oxfordshire Science Fair in the Spring.
Clinical networks
127.
The PPIEE plans for each clinical network are in the process of being reviewed by our Lay
Advisory Panel, and will be amended in the light of the comments received. Where possible
these plans will be developed in conjunction with the relevant strategic clinical network,
for example in diabetes and maternity.
128.
Lay members have been appointed to support network development in some of the
networks, for example comorbidities and depression and anxiety. Those without lay
members currently are in the process of agreeing role descriptions and a process for
appointment.
129.
A first PPIEE workshop for network managers was run in December. It was very positively
received with talks from patients and carers from Berkshire early onset dementia service
and Michael Seres. We will be planning and running more.
FINAL_Oxford AHSN Q3 Quarterly Report
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130.
We are working with the Imaging Network to run focus groups to evaluate their MRI
patient information video so that we can co-design a process for the production of further
video.
Clinical innovation adoption
131.
The PPIEE manager is now part of regular Clinical Innovation Adoption team meetings. Lay
members have been included in the process for shortlisting and agreeing the ten
innovations to be adopted in 2015/16 and in addition, we are working with the CIA team to
identify patient champions for those innovations already chosen for adoption.
132.
We attended the Lived Experience Network’s annual meeting, held in Oxford this year. We
are now starting to develop links to create a local network of practitioners and educators
interested in PPI in education.
Stakeholder engagement roundup
133.
The Chief Executive and Chief Operating Officer have continued to meet with partners
during the Q3; meetings included Chiltern CCG, Berkshire Public Health, University of West
London, GE Healthcare, Roche Diagnostics and Isansys. The Chief Executive of Isansys,
Keith Errey, has provided a video for the Oxford AHSN’s website.
(https://www.youtube.com/watch?v=4Mz-A1EPxrU) Similarly, the former Chief Executive
of Intelligent Ultrasound recorded a video describing the work of the company with the
Oxford AHSN.
134.
News was announced on 26 January 2015 that Isansys Lifecare Limited has been awarded a
substantial Phase 2 contract worth £1 million by the Small Business Research Initiative
(SBRI). (see http://www.sbrihealthcare.co.uk/news/isansys-lifecare-wins-1million-sbrihealthcare-contract-to-support-nhs-objectives/)
135.
Partner and stakeholder activities across the Network have been numerous and varied
through a number of means including the four programmes and the two themes. The first
meeting of the Oxford AHSN’s Chief Information Officers was held in December and
Oversight Group meetings were also held (Best Care, R&D, Clinical Innovation and the first
meeting for the Wealth Creation Group). These Groups include stakeholders and partners
from across the Network and are providing a successful means of engagement. This will be
developed in Wealth Creation with oversight groups for both Buckinghamshire and
Berkshire drawing on the strong engagement created to date.
136.
The third meeting of the Oxford AHSN Partnership Council was held on 27 November in
Aylesbury and the agenda included updates on Wealth Creation and an update on outcome
measures for the ten clinical networks.
137.
The Partnership Board has representatives from a number of industry groups including
OBN, the ABHI and the ABPI. It was decided to seek a nomination from BIVDA, the British
In Vitro Diagnostics Association. In addition, the Clinical Co-Chairs of the South Midlands
and Thames Valley Local Clinical Research Network have also been invited to join this
Board.
FINAL_Oxford AHSN Q3 Quarterly Report
28
138.
However, the Oxford AHSN has recognised the importance of developing its strategic
communications using the huge resources available across the geography and within its
own activities. It will be focusing on this in the coming months, ensuring that all activities
can be interlinked (in terms of communications) and that all stakeholders, partners and the
public are kept well informed on activities, how they can get involved, and on what is
happening in their local areas. A series of events and meetings are being planned within
individual organisations so that the objectives of the AHSN can be brought to a wider
audience. For example, it is proposed to introduce Q&A sessions for provider Trusts and
CCGs. The first of these meetings will be held in Q4.
139.
Gary Ford and Paul Durrands will also be looking to meet with the NHS Trusts' Executive
Teams in the first few months of 2015.
140.
The Oxford AHSN will again be a cornerstone patron for BioTrinity in 2015 and it is
intended to use the opportunities provided to increase engagement across the
Universities, NHS Trusts and Life Sciences through the poster opportunities. Previous
poster sessions proved very successful and we expect the same in 2015. Planning for this
event has already started and enthusiasm is being shown by the universities; this work is
being led by Nick Scott-Ram.
141.
Paul Durrands is a member of the 2023 Innovation Challenge Programme Board and plans
are well underway for the programme in 2015, building on the success of the 2014
Challenge, and aimed at all healthcare staff.
142.
The 15 AHSNs Managing Directors/Chief Executives and COOs have continued to meet
monthly and a support secretariat has been established to enable these meetings. Weekly
updates are provided with information on events and national/AHSN wide activities.
Recently, the AHSNs have signed off their core narrative and details can be seen here
http://www.ahsnnetwork.com/about-ahsns/
143.
The AHSNs Communications Network group remains active and the Commercial Directors
have also continued to meet.
144.
The second SBRI meeting was held on 30 October 2014 and is described elsewhere in the
Wealth Creation section. The success of the Network’s partners in the most recent round
was significant:
(http://www.sbrihealthcare.co.uk/news/over-20-million-awarded-tocompanies-who-have-found-solutions-to-nhs-challenges/). A number of SBRI award
winning businesses from the Oxford AHSN region also took part in a special showcase on 10
December - SPARK. They included Fuel 3D, Halliday James, ICNH, Isansys Lifecare, Message
Dynamics, OBS Medical, Oxford Medical Diagnostics, P1vital and ProReal. The AHSN’s
Director of Commercial Development took part in a well-received workshop; the keynote
speaker was George Freeman MP, Life Sciences Minister.
145.
Three successful launch events took place during the Quarter and full information is
available on our website:
•
The launch of the Maternity Network on 21 November 2014
•
The launch of the Children’s Network on 15 December 2014
•
The launch of the Anxiety and Depression (IAPT) Network on 17 December 2014
FINAL_Oxford AHSN Q3 Quarterly Report
29
146.
Further information on all these events is available on www.oxfordahsn.org
147.
Work has continued to extend engagement across the Network and 2015 will see a number
of events planned with CCGs and the NHS Trusts.
148.
The subscribers to the Newsletters continue to increase with some 885 subscribers
compared to 726 at the end of Q2. Newsletters are also being used as a means of both
engagement and communication by the Clinical Networks and guidance has been provided.
149.
The AHSN Branding guidelines have been updated for all the Clinical Networks and each
has been provided with its own image. Similarly templates are being produced for their
newsletters to ensure coordination of material and brand.
150.
Twitter continues to be used to promote and share our activities, opinions and events; we
also retweet relevant items from our followers and others. Twitter is becoming a very
useful tool in increasing the depth of engagement within organisations and across the
Network and beyond. Clinical Networks are now planning their own Twitter accounts
linked to the @OxfordAHSN account.
151.
Events that have taken place during the quarter are shown in the Appendix and further
information and access to all newsletters is available on www.oxfordahsn.org.
152.
A key event for the Network and the core team has been the move to new accommodation
on the Oxford Science Park in the Magdalen Centre. The previous accommodation had
proved too small to allow all the team and staff from the clinical networks; the new
accommodation also has the advantage of three meeting rooms that can be used flexibly,
break out space and a large number of hot desks that can be used by visiting partners.
Financial review
153.
Overall the forecast remains largely unchanged from Q2 which is a breakeven position. We
have received 100k more from NHS England for general funding and we will receive £150k
less from HETV. We have received £388k of new funds from NHS England for the Patient
Safety Collaborative.
OXFORD AHSN FINANCE PLAN
Model Period Beginning
Model Period Ending
Financial Year Ending
Year of the 5 Year Licence Agreement
INCOME AND EXPENDITURE
NHS England funding
Membership contributions
HETV income for continuous learning programme
Other income
Total income
Programmes and themes
Total core team and overhead costs
Total expenditure
Surplus/(deficit)
FINAL_Oxford AHSN Q3 Quarterly Report
NHS England
14/15
14/15
14/15
Full year
Full year
Full year
2015
2
Fcast
4,073,417
479,809
487,000
86,800
5,127,026
3,988,256
1,182,970
5,171,227
-44,201
2015
2015
2
2
Budget
Variance
3,824,783
248,634
420,000
59,809
637,000 -150,000
0
86,800
4,881,783
245,243
3,764,990 -223,266
1,096,060
-86,910
4,861,050 -310,177
20,733
-64,933
30
Top level KPIs
154.
We said in our Business Plan 2 that we would develop eight KPIs, two for each licensed
objective. A summary of progress on developing the KPIs is set out below:
Licensed Objective
KPI
Focus on needs of Number of
patients and local addressed
populations
Annual
Stage of development
local
priorities Each clinical network is agreeing
a single outcome measure for
improvements it is contributing
to
Number of patients positively This will need to be estimated
impacted through reducing based on the Best Care clinical
unwarranted variation
networks
Annual
Speed of innovation Number of innovations adopted Goal is the innovation is used in
adoption
into out of the 5-10 each year
care for 80% of eligible patients
practice
Annual
Average time to adoption
Annual
Build a culture of Network activity
partnership
and Quarterly
collaboration
Network breadth/depth
Quarterly
Create wealth
Number of jobs created
As some innovations (e.g. capital
intensive) will roll out over
several years, this will be used to
monitor overall progress
Subscribers to e-newsletter 885
(726 September).
Twitter followers
September)
885
(453
Oxford AHSN website – 171,453
hits in December 2014 (96,904
December 2013)
The 15 AHSNs are agreeing a set
of metrics and the information
will probably be sourced from
OLS
Value of commercial research Seeking baseline information
2
http://www.oxfordahsn.org/wp-content/uploads/2014/04/140401_14-15-Business-Plan-ratified.pdf
FINAL_Oxford AHSN Q3 Quarterly Report
31
Licensed Objective
KPI
Stage of development
income in NHS providers
FINAL_Oxford AHSN Q3 Quarterly Report
32
Review against Business Plan milestones
Programme/
Milestone
Yr1
Designation in May 2013

Licence in place with NHS England
(contract variations agreed in Q2
and Q3 to reflect funding for PSC
and general programme reserve
uplift)

Agreement of funding
contributions from NHS
organisations and Universities
(contributions agreed for
2014/2015)

Theme
Establishment
of core team
and
infrastructure
Yr 2
Q1

First Partnership Council Meeting
and presentation of
communications strategy and
plan to first Partnership Council
Meeting

Delivery of the Annual Report

Yr 2
Q2
Yr 2
Q3


Establishment of 9 Clinical
Networks
10th clinical network introduced –
Out of Hospital
Establishment of the Best Care
Oversight Group
FINAL_Oxford AHSN Q3 Quarterly Report
Yr 3
Yrs
4-5




IT infrastructure for Oxford AHSN
implemented (to be completed
Q3, linked to the office move –
further development in Q4)
Best Care
Yr 2
Q4




33
Programme/
Milestone
Yr1
Yr 2
Q4
Yr 3
Yrs
4-5
Open publication of Annual
Report for each Clinical Network
(1st report due April 2015)



Collection of data regarding
adherence to all relevant NICE
TAs and High Impact Innovations

Theme
Clinical
Innovation
Adoption
Establishment of a Clinical
Innovation Adoption Programme
Yr 2
Q1
Yr 2
Q2
Yr 2
Q3


Appoint Director for Innovation
Adoption and Innovation
Adoption Manager

2nd Innovation Adoption Manager
appointed in Q1
Establish process and governance
under CIA Programme Board for
the 2013/14 and 2014/15
implementation of 5-10 high
impact innovations


CIA Oversight Group established
and meeting
Establish full process for Clinical
Innovation Adoption (CIA)
Programme and its Oversight
Group (Providers, Commissioners)
to include PPIEE
Work across the NHS on High
Impact Innovations and CQUINs
to include appropriate adoption
of NICE approved drugs, devices
and other medical interventions.
Identify five – 10 Innovations
that will have agreed
implementation plans
FINAL_Oxford AHSN Q3 Quarterly Report





34
Programme/
Milestone
Yr1
Theme
Identification of potential funding
sources for innovation initiatives
(cf RIF, SBRI Grand Challenges
etc.) SBRI and Horizon 2020
briefing meetings held (see also
Wealth Creation)
Yr 2
Q1
Yr 2
Q2


Yr 2
Q3
Creation of an innovation
dashboard (including uptake)
Continuous
Learning

Establish Patient Safety Academy
– launched in Q2

Bid for Patient Safety
Collaborative


Establish and promote MSc
programme for Evidence Based
Medicine – programme recruited
to and launched
FINAL_Oxford AHSN Q3 Quarterly Report
Yrs
4-5

Establish Patient Safety
Collaborative – launched 14
October
Dementia staff training – bid for
2014/15 strategy development –
agreed with HETV that this would
not proceed
Yr 3

Agreement of Memorandum of
Understanding between Oxford
AHSN and HE Thames Valley
Agreed plan for 2014/15
initiatives with HETV
Yr 2
Q4


X
35
Programme/
Milestone
Theme
Yr1
Yr 2
Q1
Yr 2
Q2
Dementia staff training –strategy
development and rollout of staff
training agreed with HETV that
this would not proceed
X
Skills for the Future – explore
development careers event with
HETV and LEPs aimed at
attracting 5th and 6th formers to
careers in health and life sciences.
Ensure addresses skills required
to support Genomics
technologies

Health and Well Being - develop
engagement plan with HETV for
Health and Well Being Boards –
link to Sustainability. NOT to be
progressed
X
Continuous Improvement –
develop and rollout of the
Intermountain Brent James, and
other similar, techniques to broad
range of staff to support
Innovation Adoption programme.
Support Best Care and addresses
Berwick

Yr 2
Q3
Yr 2
Q4
Yr 3
Yrs
4-5
CIA has secured funding
Industry/NHS secondments –
establish routine management
secondments between NHS and
Industry (target 5 x 1 year
secondments per annum) support culture of collaboration
and partnership with industry –
no response from industry via
ABPI – NOT to be progressed
FINAL_Oxford AHSN Q3 Quarterly Report
X
36
Programme/
Milestone
Theme
Yr1
Yr 2
Q1
Yr 2
Q2
Integration &
Sustainability
Establishment of Integration &
Sustainability Oversight Group by
Q1 Year 2. One high visibility
demonstration project
showcasing radical sustainability
redesign of healthcare service
delivery (NOTE this work stream
has now been subsumed within
the Out of Hospital Clinical
Network)

Research &
Development
Establishment of R & D Oversight
Group (2nd meeting in Q3)

Establishment of the LCRN with
AHSN support

Yr 2
Q3
Yr 2
Q4
Yr 3

Publication of Annual Report (or
section within AHSN Annual
Report) on agreed research
metrics

Support LCRN delivery of single
sign off and 70–day benchmark
for clinical trials (moved to year 3
as – realistic as need to establish
R&D Director network in year 2)

Support CRN Delivery of 10%
increase in patients recruited to
clinical trials (moved to year 3 as
– realistic as need to establish
R&D Director network in year 2)

Establishment of baseline from
NHS partners for commercial
research activity (moved to year 2
as – realistic as need to establish
R&D Director network in year 2)
FINAL_Oxford AHSN Q3 Quarterly Report
Yrs
4-5

37
Programme/
Milestone
Yr1
Theme
Yr 2
Q1
Yr 2
Q2
Yr 2
Q3
Establish network of R&D
Directors in NHS providers, agree
strategy for commercial research
development and support
commercial research plans for
each NHS providers
Wealth
Creation

Develop Wealth Creation strategy
and operational plans

Appoint Director of Commercial
Development

FINAL_Oxford AHSN Q3 Quarterly Report
Yrs
4-5





Establish pipeline of innovations
for commercialisation
• ensure industry and academics
can access the NHS clinicians
they need to work on concepts
and pilots of new products and
services
• work with tech transfer offices
and other partners to ensure
commercialisation is more
efficient and effective
Yr 3

Establishment of Wealth Creation
Oversight Group
Appoint Commercial
Development Managers for
Berkshire and
Buckinghamshire/Bedfordshire
Yr 2
Q4


38
Programme/
Milestone
Yr1
Theme
PPIEE
Yr 2
Q1
Yr 2
Q2
Establish detailed working
arrangements with Local
Enterprise Partnerships for all
aspects of wealth creation
including inward investment
related to Life Sciences and
healthcare

Establish working arrangements
with LEPs and other stakeholders
for European funding

Working with LEPs, Universities
and NHS partners, clarify for
industry the “go to” partners in
the Oxford AHSN for different
stages of the product cycle –
establish account management
approach for working with
industry (local, national and
international)

Establishment of PPIEE Oversight
Group (joint with TV LAT)

Established network of clinicians,
managers, researchers and
patients across partner
organisations interested in local
leadership for PPIEE

PPI/PPE plans for each clinical
network in place and to support
CIA (to be finalised)
PPI/PPE reported on in each
network annual report and
reviewed by patient/public panel
FINAL_Oxford AHSN Q3 Quarterly Report

Yr 2
Q3
Yr 2
Q4
Yr 3
Yrs
4-5




39
Programme/
Milestone
Yr1
Theme
Yr 2
Q1
Yr 2
Q2
Yr 2
Q3
Yr 2
Q4
Common metrics for PPI agreed in
use in local research
Yr 3

Establishment of baseline for
PPIEE across the geography

Framework for supporting
organisational and system–based
patient centred care developed
and implemented across all
partner organisations (To Yr 5)
Informatics
Strategy &
Information
Governance

Patient story programme –2 year
programme, starting by 31/3/13,
to embed the patient story as a
routine part of health care
development and training

Appoint Director for Information
Strategy – joint appointment with
Oxford AHSC


IT Team in place
Baseline survey of information
systems and databases in use
completed
CIO forum established and met in
December 2014
Oversight group established –
meeting in Q4



Informatics strategy agreed

Framework for information
governance in place

FINAL_Oxford AHSN Q3 Quarterly Report
Yrs
4-5
40
Programme/
Milestone
Theme
Yr1
Yr 2
Q1
Yr 2
Q2
Yr 2
Q3
Yr 2
Q4
Yr 3
A Clinical Network database
system that provides access to
common health records and
facilitates communication across
databases in a secure fashion

Network platforms for patient
monitoring, patient diaries and
patient reported outcomes

Yrs
4-5
Key risks and issues arising
155.
One new corporate issue has been identified (see also 137 above) (see Issues Log, issue 25)
FINAL_Oxford AHSN Q3 Quarterly Report
41
Appendix A – Financial Review
OXFORD AHSN FINANCE PLAN
Model Period Beginning
Model Period Ending
Financial Year Ending
Year of the 5 Year Licence Agreement
INCOME (REVENUE)
NHS England funding
Membership contributions
HETV income for joint continuous learning programme
Other income
PSC income
Total income
AHSN FUNDING OF ACTIVITIES
Best Care Programme- Clinical Networks
Best Care Programme- Continuous Learning Programme
Best Care Programme- Patient safety collaborative
Best Care - Population Healthcare Theme
Best Care - Integration and Sustainability Theme
Clinical Innovation Adoption
Research and Development Programme
Wealth Creation
Informatics and Technologies Theme
Patient and Public Engagement and Experience Theme
CIA support
Contingency for programmes
Programmes and themes
CORE TEAM AND OVERHEAD
Pay costs
Non-pay costs
Depreciation
Travel Costs
Professional (Auditor and Legal) Fees
Set-up costs
Marketing
Total core team and overhead costs
INCOME AND EXPENDITURE
NHS England funding
Membership contributions
HETV income for continuous learning programme
Other income
Total income
Programmes and themes
Total core team and overhead costs
Total expenditure
Surplus/(deficit)
FINAL_Oxford AHSN Q3 Quarterly Report
NHS England
14/15
14/15
14/15
Full year
Full year
Full year
2015
2015
2015
2
2
2
Budget
Variance
Fcast
3,453,218 3,824,783 -371,565
479,809 420,000
59,809
487,000 637,000 -150,000
86,800
86,800
620,199
620,199
5,127,026 4,881,783
245,243
1,087,000 1,145,200
591,000 741,000
620,199
54,830
87,500
50,000
400,900 400,900
124,200
721,197 668,400
374,250 374,250
106,210 106,210
100,000
3,988,256 3,764,990
58,200
150,000
-620,199
54,830
-37,500
-0
124,200
-52,797
-0
0
0
100,000
-223,266
607,141 658,640
305,593 186,720
0
15,000
24,403
61,200
0
30,600
100,000
145,833 143,900
1,182,970 1,096,060
51,499
-118,873
15,000
36,797
30,600
-100,000
-1,933
-86,910
4,073,417
479,809
487,000
86,800
5,127,026
3,988,256
1,182,970
5,171,227
-44,201
248,634
59,809
-150,000
86,800
245,243
-223,266
-86,910
-310,177
-64,933
3,824,783
420,000
637,000
0
4,881,783
3,764,990
1,096,060
4,861,050
20,733
42
Appendix B – Matrix of Metrics
No.
Core Licence
Objective,
Over-arching
Programme &
Project Title
Purpose
Health or Wealth
delivery measure
for March 2015
(Y2)
Milestone activities (Y2)
Outcome
Framework
Domain
(where
applicable)
Associated
Funding
Current status
1
Focus upon the
needs of
Patients and
local
populations (A)
To support and work in partnership
with commissioners and public
health bodies to identify and
address unmet health and social
care needs, whilst promoting
health equality and best practice.
- Number of local
priorities
addressed
Best Care Programme (Clinical
Networks)
1,2,3,4,5
£1,145,200
All ten Clinical Networks now
established and building well.
Early deliverables to
demonstrate impact due April
2015.
•
•
•
deliver best care in a
population-centred healthcare
system
identify and address
unwarranted variation by
disseminating evidence-based
best practice, making the
patient and the population at
the centre of care
tackle local priorities: which
include long-term conditions,
mental health conditions and
the development of new
approaches in medicine
FINAL_Oxford AHSN Q3 Quarterly Report
- Number of
patients positively
impacted through
the introduction
of best practice
('reduction in
unwarranted
variation')
Establishment of the Best
Care Oversight Group
Open publication of Annual
Report for each Clinical
Network:
•
Anxiety & Depression
– Prof David Clark
•
Children – Prof
Andrew Pollard
•
Dementia – Dr
Rupert McShane
•
Diabetes – Prof
Stephen Gough
•
Early intervention in
mental health – Dr
Belinda Lennox
•
Imaging - Prof Fergus
Gleeson
•
Maternity –Mr
Exception review process now
in place with 1 Network
(Dementia)
Oversight Group established
& quarterly sessions held (see
“Best Care” section of report).
Update for Clinical Networks
included under “Best Care”
section of report. Annual
Report publication will follow
at Year End.
43
No.
Core Licence
Objective,
Over-arching
Programme &
Project Title
Purpose
Health or Wealth
delivery measure
for March 2015
(Y2)
Milestone activities (Y2)
Outcome
Framework
Domain
(where
applicable)
Associated
Funding
Current status
£54,830
Activities subsumed within
Best Care Programme
£50,000
Work plans have been agreed
with three clinical networks –
these are now being reviewed
to assess impact and any
refinement to approach
required.
Lawrence Impey
•
Medicines
optimisation – Mr
Boo Vadher
•
Co–morbidity in
mental and physical
health – Prof Mike
Sharpe
•
Out of Hospital – Dr
Daniel Lasserson
Population Healthcare Theme
This work is being delivered
within the Best Care
Programme
Sustainability Theme
Establishment of Integration
& Sustainability Oversight
Group by Q1 Year 2. One high
visibility demonstration
project showcasing radical
sustainability redesign of
healthcare service delivery
FINAL_Oxford AHSN Q3 Quarterly Report
44
No.
Core Licence
Objective,
Over-arching
Programme &
Project Title
Purpose
Health or Wealth
delivery measure
for March 2015
(Y2)
Milestone activities (Y2)
Outcome
Framework
Domain
(where
applicable)
Associated
Funding
Current status
2
Speed up
innovation in to
practice (B)
To improve clinical outcomes and
patient experience - support the
identification and more rapid
uptake and spread of research
evidence and innovation at pace
and scale to improve patient care
and local population health.
- Number of
innovations
adopted (of the
10)
Clinical Innovation Adoption
Programme
1,2,3,4,5
£400,900
Data is being collected linked
to the selected innovations.
Baseline data, metrics and
monitors agreed for all
projects.
•
•
complete the translational
research process and
accelerate the diffusion of
innovation into mainstream
practice
align and integrate clinical
services and the translational
research infrastructures to
bring rapid benefits to patients
and deliver NIHR priorities
- Average time to
introduce the 10
innovations (from
the start of
Oxford AHSN
involvement)
Collection of data regarding
adherence to all relevant NICE
TAs and High Impact
Innovations
Establish full process for
Clinical Innovation Adoption
(CIA) Collaborative and its
Board (Providers,
Commissioners) to include
PPIEE
Adopt 5-10 innovations per
annum
All business processes
developed and in use. Next
stage is to automate selection
process enabling involvement
from our partners and
patients. PPIEE now
embedded into the delivery of
projects and governance.
9 innovations agreed for
2015/16; 1 to be decided.
Identification of potential
funding sources for
innovation initiatives (cf RIF,
SBR, Grand Challenges etc.)
Worked with a local trust on
application for funding from
Litigation Authority for 2 CIA
Patient Safety Projects –
Electronic Blood transfusion
and Falls.
Creation of an innovation
dashboard (including uptake)
Dashboard created (see CIA
section above).
FINAL_Oxford AHSN Q3 Quarterly Report
45
No.
Core Licence
Objective,
Over-arching
Programme &
Project Title
Purpose
Health or Wealth
delivery measure
for March 2015
(Y2)
Milestone activities (Y2)
Outcome
Framework
Domain
(where
applicable)
Continuous Learning
Programme
Associated
Funding
£1,361,199
Establish Patient Safety
Academy and Patient Safety
Collaborative
Current status
3
Fellowship course has begun,
and materials are being
prepared for the recruitment
of a second cohort of fellows
in Evidence Based HealthCare.
HETV continues to be
engaged regarding support
for CIA.
Health and Well Being develop engagement plan
with HETV for Health and Well
Being Boards – link to
Sustainability
PSC Engagement/ Steering
Group events scheduled
(major planning workshop
due March 3rd) and key team
now appointed including
Head of Patient Safety.
Continuous Improvement –
develop and rollout
techniques to broad range of
staff to support Innovation
Adoption programme.
PSA activities continue
Informatics Theme
£374,250
Baseline survey of
information systems and
Recruitment to the core team
substantially complete and
data analysts in place
Good engagement with
Includes the additional £553,532 for the Patient Safety Collaborative as per NHS England Contract Variation Letter September 2014 & the additional £66,667 for the Patient Safety Collaborative as
per NHS England Contract Variation Letter December 2014
3
FINAL_Oxford AHSN Q3 Quarterly Report
46
No.
Core Licence
Objective,
Over-arching
Programme &
Project Title
Purpose
Health or Wealth
delivery measure
for March 2015
(Y2)
Milestone activities (Y2)
Outcome
Framework
Domain
(where
applicable)
Associated
Funding
databases in use completed
stakeholders across the
region and leaders of all
Clinical Networks as part of
completion of baseline survey
and commencing informatics
strategy development.
Informatics strategy agreed
Framework for information
governance in place
3
Build a culture
of partnership
and
collaboration
(C)
To promote inclusivity, partnership
and collaboration to consider and
address local, regional and national
priorities.
•
•
4
develop an effective
continuous learning network
create a genuine partnership
that develops a culture of
learning, sharing and common
purpose, which breaks down
organisational boundaries to
deliver transformational
change
- Network activity
- Network
breadth / depth
Central Team / Support
1,2,3,4,5
First Partnership Council
Meeting and presentation of
communications strategy and
plan to first Partnership
Council Meeting
£1,296,060 4
Third AHSN Partnership Board
met 27 November –
presentations and discussions
on Wealth Creation, the
Business Plan and clinical
outcomes.
Collaborative IT rolled out
across the core team – and
clinical networks. Office
moved at the end of Q3 with
space available for flexible use
by partners
Delivery of the Annual Report
IT infrastructure for Oxford
AHSN implemented
Presentation of
communications strategy and
plan to first Partnership
Council Meeting
Communications and
branding work underway in
alignment with developing
Includes an additional £100,000 as per NHS England Contract Variation Letter September 2014
FINAL_Oxford AHSN Q3 Quarterly Report
Current status
47
No.
Core Licence
Objective,
Over-arching
Programme &
Project Title
Purpose
Health or Wealth
delivery measure
for March 2015
(Y2)
Milestone activities (Y2)
Outcome
Framework
Domain
(where
applicable)
Associated
Funding
Current status
marketing plans in Wealth
Creation. Guidelines provided
for each clinical network and
work being done for Patient
Safety Collaborative
Websites updated regularly
and newsletters issued on
monthly basis with significant
rise in number of subscribers
Patient & Public Involvement,
Engagement and Experience
£106,210
Establishment of PPIEE
Oversight Group
PPI/PPE reported on in each
network annual report and
reviewed by patient/public
panel
Common metrics for PPI
agreed in use in local research
Establishment of baseline for
PPIEE across the geography
Framework for supporting
organisational and system–
based patient centred care
FINAL_Oxford AHSN Q3 Quarterly Report
48
Patient Experience Strategy
Group established between
the Oxford AHSN, Thames
Valley Area Team and Thames
Valley Strategic Clinical
Networks (SCNs).
A Lay panel has also been
established to support the
work of the joint Strategy
Group.
PPIEE plans are being
developed with all Clinical
Networks within Best Care.
Similar plans have also been
developed to support the 10
CIA innovation candidates.
No.
Core Licence
Objective,
Over-arching
Programme &
Project Title
Purpose
Health or Wealth
delivery measure
for March 2015
(Y2)
Milestone activities (Y2)
Outcome
Framework
Domain
(where
applicable)
Associated
Funding
developed and implemented
across all partner
organisations
Current status
A pilot Patient Leadership
Training Programme has run
(10 NHS Leaders + 10 Patient
Leaders), and plans in place
for a series of programmes in
2015
A PPIEE component module
has been developed to be
delivered as part of the
Evidence Based Fellowship
Programme.
A PPIEE Implementation
Manager, to support the
programme in post since Q2
4
Create wealth
(D)
Through co-development, testing,
evaluation and early adoption and
spread of new products and
services.
• facilitate sustainable economic
development and wealth
creation in alignment with Best
Care including innovation
adoption and with the R&D
programme
• work closely with the LEPs,
FINAL_Oxford AHSN Q3 Quarterly Report
- Number of jobs
- Value of
commercial
research income
in NHS providers
Research & Development
Programme
1,2,3,4,5
Establishment of R & D
Oversight Group
Establishment of the CRN with
AHSN support
Publication of Annual Report
(or section within AHSN
Annual Report) on agreed
research metrics
£124,200
Second Oversight Group held
in November 2014 with good
attendance from HEIs and
increased attendance from
NHS including Local Clinical
Research Network – joint
work being planned –
commercial research and
developing research in
primary care
Group established to develop
49
No.
Core Licence
Objective,
Over-arching
Programme &
Project Title
Purpose
Universities and NHS partners to
grow local life sciences clusters
by promoting innovation,
adoption and dissemination,
entrepreneurship and by
strengthening relationships with
industry and business
Health or Wealth
delivery measure
for March 2015
(Y2)
Milestone activities (Y2)
Outcome
Framework
Domain
(where
applicable)
Associated
Funding
Establishment of baseline
from NHS partners for
commercial research activity
research and HEI/NHS
engagement for research by
nurses, scientists, pharmacists
and AHPs.
Establish network of R&D
Directors in NHS providers
Synopsis of R & D activities
relating to health and life
sciences prepared as part of
joint work with Wealth
Creation and now being
updated by Universities.
Strategy for the development
of commercial research
agreed
Develop commercial research
plan in each NHS provider
Wealth Creation Programme
£668,400
Develop detailed
implementation plans for
strategy with LEPS,
Universities and NHS for
inward investment
Database of organisations,
contacts and opportunities
covering in-bound and
outbound innovations
established
First Wealth Creation
Oversight Group meeting held
in December 2014.
Establish pipeline of
innovations for
commercialisation
– ensure industry and
academics can access the NHS
clinicians they need to work
on concepts and pilots of
FINAL_Oxford AHSN Q3 Quarterly Report
Current status
50
Development of internal
account management system
in progress, along with
strategies for sharing
information and contacts with
LEPs in progress.
No.
Core Licence
Objective,
Over-arching
Programme &
Project Title
Purpose
Health or Wealth
delivery measure
for March 2015
(Y2)
Milestone activities (Y2)
Outcome
Framework
Domain
(where
applicable)
new products and services
-work with tech transfer
offices and other partners to
ensure commercialisation is
more efficient and effective
Establish detailed working
arrangements with Local
Enterprise Partnerships for all
aspects of wealth creation
related to Life Sciences and
healthcare
Establish working
arrangements with LEPs and
other stakeholders for
European funding
Working with LEPs,
Universities and NHS
partners, clarify for industry
the “go to” partners in the
Oxford AHSN for different
stages of the product cycle –
establish account
management approach for
working with industry (local,
national and international)
FINAL_Oxford AHSN Q3 Quarterly Report
51
Associated
Funding
Current status
The AHSN Wealth Marketing
Plan approved by July AHSN
Board and strategy presented
to AHSN Partnership Board in
November. Scoping of
commercial support to R&D
and Best Care (Innovation
Adoption) in progress.
Analysis of Universities
research strengths in
preparation for circulation to
potential partners (reviewed
by R & D Oversight Group and
being updated and extended)
No.
Core Licence
Objective,
Over-arching
Programme &
Project Title
Purpose
Health or Wealth
delivery measure
for March 2015
(Y2)
Milestone activities (Y2)
Outcome
Framework
Domain
(where
applicable)
Associated
Funding
£4,861,050
FINAL_Oxford AHSN Q3 Quarterly Report
52
Current status
Appendix C - Issues Log and Risks Register
Issues log
#
Programme / Theme
Issue
Severity
18
Oxford AHSN
Corporate
Whilst funding
for 2014/15 is
now clear,
funding over the
remaining years
of the licence is
still unclear.
To continue at
2014/15 activity
levels, this will
lead to potential
funding shortfalls
from 2014/15
onwards. This
would leave a
requirement for
funding from
Partners of ca.
£2m in 16/17 and
£3m in 17/18.
Significant
FINAL_Oxford AHSN Q3 Quarterly Report
Area
Impacted
Financial
Resolving Action
Owner
Actioner
Date Added
No funds, except for the
permanent AHSN staff,
are committed beyond
30th June 2015 (except for
Continuous Learning
where the first cadre have
been committed to for the
full three years - until
2017)
Between June and
September 2014 we are
discussing with the Clinical
Networks a view to
extending the current
funding period - until up
to 31st March 2016 - with
little additional funding
due to their slow start up
of activity during the
current funding period.
A fully revised cash flow
forecast is prepared every
quarter and presented to
the Oxford AHSN Board as
part of the Quarterly
reports. This forecast
includes both a 'best case'
AHSN Chief
Operating
Officer
AHSN
Chief
Operating
Officer
28/11/2013
53
Current
Status
Action 60%
Complete
Date
Resolved
#
Programme / Theme
Issue
Severity
Area
Impacted
Resolving Action
Owner
Actioner
Date Added
Current
Status
AHSN Chief
Executive
Best Care
SRO
03/06/2014
Action 60%
Complete
and 'worst case' scenario.
Following the agreement
to a proposal for member
contribution at the
Partnership Board on 27
March, Partners have
been approached to
provide up to £520k in
2014/15, payments are
now being collected and
fully expect to achieve this
figure for 2014/15. For
15/16 and beyond it is
likely that this level of
contribution will need to
double to ca. £1m
The Commercial
Development Team is
identifying other income
sources for the AHSN
19
Oxford AHSN
Corporate
The interface
with, and
respective roles
of, the Strategic
Clinical Networks
(SCN) and the
Senate remain
unclear.
There may also
be elements of
duplication e.g.
there is an SCN
FINAL_Oxford AHSN Q3 Quarterly Report
Significant
Strategy
To agree a clear set of
'standard operating
procedures' / interface
arrangements with the
SCN leads.
The outputs of issues 20
and 21 below will aid
here.
Cardiac and Cancer
networks now attend the
Best Care Programme
Board, whilst plans and
54
Date
Resolved
#
Programme / Theme
Issue
Severity
Area
Impacted
Dementia
Network
20
Oxford AHSN
Corporate
Improve clarity
across the team
with regards our
strategic purpose
Issue of getting
stuck in and
being very hands
on (and believing
that we have to
do everything
ourselves) rather
than networking
across our
partners to get
them to deliver
FINAL_Oxford AHSN Q3 Quarterly Report
Minor
Process
Resolving Action
progress is now being
made with the others.
The AHSNs have been
invited by NHS England to
contribute to a review on
SCNs, clinical senates and
AHSNs which will report to
NHS England in Q3.
Develop a clear statement
of purpose, with high level
objectives, deliverables
and KPI for each
Programme / Theme
To also clarify how this
purpose will be delivered
in line with the issue listed
at 21 below.
Have established a
monthly Strategy
(Programme & Theme
Leads) meeting to air,
discuss and resolve cross
programme strategic
issues
Need to establish local
team working e.g. Clinical
Networks and steps 4-10
of the Clinical Innovation
Adoption Process - clinical
network managers now
appointed for all networks
which will support this
Owner
Actioner
Date Added
Current
Status
AHSN Chief
Operating
Officer
AHSN
Chief
Operating
Officer
03/06/2014
Action 60%
Complete
55
Date
Resolved
#
21
Programme / Theme
Oxford AHSN
Corporate
Issue
Improve
understanding of
interdependencies
between the
Themes and
Programmes
Examples of
where one
programme team
reshapes the
work of another
(and not
involving or
informing that
team of having
done so) without
following due
process just
because the
activity may be
related to their
FINAL_Oxford AHSN Q3 Quarterly Report
Severity
Major
Area
Impacted
Process
Resolving Action
process
Plans underway for the
development of and
subsequent
communication of AHSN
Strategy – discussions to
be in Jan, April with AHSN
Board and Partnership
Board
Joint bi-weekly review
meetings for Best Care
and Clinical Innovation
Adoption with Informatics
in attendance
Monthly progress
reporting at Management
Meeting
Visibility of Programme &
Theme activities via the
SharePoint infrastructure
CRM system for contact
tracking and management
being implemented to
ensure knowledge of
activities is widened and
extended across the
clinical networks
Owner
Actioner
Date Added
Current
Status
AHSN Chief
Operating
Officer
AHSN
Chief
Operating
Officer
03/06/2014
Action 60%
Complete
56
Date
Resolved
#
Programme / Theme
22
Best Care (Clinical
Networks)
23
Best Care (Clinical
Networks)
Issue
programme
Patient Safety
Collaborative
development and
mobilisation
between 15th
July and 1st
October
Failure of the
Dementia Clinical
Network to
deliver fully
FINAL_Oxford AHSN Q3 Quarterly Report
Severity
Area
Impacted
Resolving Action
Owner
Actioner
Date Added
Current
Status
Minor
Strategy
AHSN Chief
Operating
Officer
Best Care
SRO
24/07/2014
Resolved
Major
Product /
Service
Our Patient Safety
Academy is now launched
and active.
Professor Charles Vincent
to lead the Patient Safety
Collaborative
The Patient Safety
Federation and the South
of England Mental Health
Collaborative are fully
engaged in the developing
plans
Additional funding to
support PSC has been
confirmed by the NHS
Patient Safety Lead, Mike
Durkin (£5m in year 1 and
£10m in years 2-5 across
all 15 AHSNs)
Formal launch taken place
as planned and key staff
being appointed – funding
notified through contract
variation letters in
September and December
2014
Best Care SRO &
Programme Manager to
work with the Dementia
Network Clinical Lead and
Manager to ensure the
AHSN Chief
Operating
Officer
Best Care
SRO
31/07/2014
Action 80%
Complete
57
Date
Resolved
#
25
Programme / Theme
Oxford AHSN
Corporate
Issue
Lack of
awareness by
local partners
and national
stakeholders of
progress and
achievements of
the AHSN
FINAL_Oxford AHSN Q3 Quarterly Report
Severity
Major
Area
Impacted
Culture
Resolving Action
network has realistic
objectives, in terms of
both quantity of plans and
their timeframes.
Central AHSN project
manager assigned 50% to
support Dementia
network.
Look in to the possibility
of re-assigning the Clinical
Leadership of this
Network
Two AHSN Board
members are reviewing
the role and deliverables
of the Network
Each clinical network and
programme to develop a
comms plan which will be
combined in an
overarching comms
plan/grid
Regular refresh of website
and continued use of
social media.
Improve annual report.
Events - improve
marketing and evaluation
of events.
Owner
Actioner
Date Added
Current
Status
Director of
Corporate
Affairs
Director
of
Corporate
Affairs
19/01/15
40%
complete
58
Date
Resolved
Risks Register
#
Prog/Theme
Risk
Description of
Impact
Likeli
hood
Impact
1
Oxford
AHSN
Corporate
Failure to
establish
culture of
crossorganisation
working
between
partners
Absence of
common
culture and
presence of
hostility and
suspicion
Scarcity of
integrated
care
Low
Med
Absence of
leadership
Insufficient
depth of
networking in
partners, staff
and structure
Time
Mitigating Action
Owner
Actioner
Date
added
> 6 / 12
Leadership supporting a
culture of collaboration,
transparency and sharing
AHSN
Chief
Executive
Programme
SROs
06-Sep13
Agreed organisational
Vision, Mission and Values.
Ensuring a culture of
inclusivity and sharing,
through, inter alia, the use
of appraisals
Stakeholder analysis of our
Clinical Networks to ensure
geographic spread and
multi-disciplinary
representation. Funding
Agreement contains
explicit requirements to
share and collaborate
Partnership Board
representation drawn from
across the geography and
key stakeholders. Oversight
Groups in place for each
Programme, broadening
representation across our
FINAL_Oxford AHSN Q3 Quarterly Report
59
Date
mitig
ated
RAG
AMBER
#
Prog/Theme
Risk
Description of
Impact
Likeli
hood
Impact
Time
Mitigating Action
Owner
stakeholders.
Within the Wealth Creation
Programme local working
groups have been
established with each of
the 4 LEPs. In addition we
have two members of the
team who are each focused
upon a specific geography
and are based out in that
geography
(Buckinghamshire LEP and
University of Reading)
Celebrate early successes
through Case Studies &
Events
Regular monthly
newsletter. Documented
Marketing and
Communications strategy
Establishment of shared
working for programmes
e.g. using SharePoint
Keep reviewing depth of
engagement with Clinical
Networks and all
programmes and events
FINAL_Oxford AHSN Q3 Quarterly Report
60
Actioner
Date
added
Date
mitig
ated
RAG
#
Prog/Theme
Risk
Description of
Impact
Likeli
hood
Impact
6
Oxford
AHSN
Corporate
Failure to
establish
sustainable
infrastructur
e to
continue
programme
/theme
delivery
without
AHSN
support
Programme
activities
cease
Med
Med
Silo working
re-emerges to
detriment of
patients
FINAL_Oxford AHSN Q3 Quarterly Report
Time
Mitigating Action
Owner
Actioner
Date
added
> 6 / 12
Successful delivery of all
Programmes as per the
Business Plan will
strengthen Partner support
AHSN
Chief
Operating
Officer
AHSN Chief
Operating
Officer
31– Jul –
14
Establishment of
collaborative working
across, and between,
Partners as the 'normal'
way of working
We will commit to fund the
clinical networks until
March 2016 but need to
review future funding
beyond March 2016 in
September 2015/16.
61
Date
mitig
ated
RAG
AMBER
Appendix D – Oxford AHSN Core Team
FINAL_Oxford AHSN Q3 Quarterly Report
62
Appendix E – List of Key Events held during Q3 5 and forward plan
Best Care
Month
Innovation Wealth
Adoption
Creation
Week 1
R&D
Informatics
Week 2
PPIEE
Corporate
Network wide
Week 3
Week 4
Week 5
25th National AHSN PPIEE
meeting
October
2014
2nd OUH AGM AHSN
stand
14th National launch for Patient
Safety Collaboratives
30th SBRI Briefing event, Green
Park, Reading to include update
from Innovate UK (formerly TSB)
14th HETV Autumn Conference
15th Imaging Clinical Network Launch
2nd OBN Annual Awards
Dinner – Oxford AHSN
Sponsoring new award
November
2014
2nd National AHSN PPI
Network meeting
15th Thames Valley and Milton
Keynes Patient Experience Strategy
Group
10th Best Care
Oversight Group
meeting
20th R & D Oversight Group meeting
21st Maternity Clinical Network
Launch
December
2014
5
1st R & D meeting,
Milton Keynes NHS FT
16th Best Care
Programme Board
meeting
27th AHSN Partnership
Board meeting
15th Children’s Clinical Network
Launch
17th Anxiety and Depression Clinical
For further information see www.oxfordahsn.org
FINAL_Oxford AHSN Q3 Quarterly Report
63
Network launch
nd
2 SPARK SBRI meeting
January
2015
22nd AHSN Board meeting
26th AHSN Digital Health Workshop
Missenden Abbey, Bucks
28th Biomedical Research Open Day
Open University
28th Digital Oxford Launch
February
2015
3/4th Biotech and
Money conference 6
9th Best Care Oversight
Group meeting
March
2015
3rd Patient Safety
Collaborative workshop
Milton Hill House
AHSN stand Oxford
Science Fair stand and
events
AHSN stand and engagement in
Oxford Science Fair stand and events
26th March AHSN
Partnership Board meeting
17th Best Care Programme Board
meeting
23rd Oxford Literary
Festival the power of
evidence-based
psychological therapies
10th Patient
Partnership Groups
Workshops
3rd-4th MEDTEC UK
Healthcare Technologies
6
http://biotechandmoney.com/london/
FINAL_Oxford AHSN Q3 Quarterly Report
64
31st Early Intervention in mental
health event